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Dynamic Corporate Transformation
The CFO's rule stops the program after one round (seed 26205)

Ch. II.5 The CFO's rule stops the program after one round

Case Studies

Sixteen real decisions behind Volume II, told from the published record.

Every chapter of Volume II carries an In Practice case: a real organization that took a decision of the chapter's kind, told from its published record. Each case sets out the decision, the method, the result and what it took to make it work, then what Meridian, the book's case company, takes from it and four questions for a board.

The cards give a preview. The full two-page case is in the chapter, after its Worked Example and before its AXIOM Lab.

16 organizations · 15 sectors · 4 Franz Edelman Awards · 1 INFORMS Wagner Prize

1 of 16 cases

  1. Chapter 15Multi-Objective and Intelligent Enterprise Optimization
    Enterprise Digital Twins and Autonomous Enterprise Transformation
    Rolls-Royce

    Rolls-Royce Watches Every Engine in Flight

    75 percent of potential in-flight events mitigated in 2008, by its account

    AerospaceWeek 14

    Under its TotalCare agreements Rolls-Royce is paid by the flying hour, “so we are only rewarded for engines that perform,” and the call on each engine is its own: inspect it, send it to the shop, or let it fly on. Snapshots of 20 to 30 parameters, trended for small changes, reach analysts who confirm a problem before the airline is told. By the company's account, monitoring mitigated 75 percent of potential in-flight events in 2008; it did not prevent the Trent 1000's durability costs. What can a twin see, and what can't it?

    Read the case in Chapter 15 →Lab →

Company and organization names identify the organizations whose published decisions the cases discuss. They are trademarks of their respective owners; no affiliation with or endorsement by them is implied.